Organizational Culture & Performance - Essay Sample

Introduction

Organizations are goal-oriented and are social systems of human activities. Organizational behavior refers to the study of employees' behavior in an organization. Organizational culture is a pattern of shared values, beliefs, assumptions, practices, perceptions, and norms held by employees that distinguish one organization from the other. Organizational culture is essential for performance and behavior in the workplace.

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A research article by Stefanovska et al., (2019) analyses the effects of organizational culture on job satisfaction and work-life balance in a wood manufacturing industry. The report also attempts to show the difference in managers and non-management employees' perspective on corporate culture. It also looks at the relationship between organizational culture dimensions and works life balance. A research article by Korner et al., (2015) sought to find the relationship between organizational culture, teamwork, and job satisfaction in interprofessional teams in German clinics. The effectiveness of a team was explained using the input, process, and output models (IPO). Jensen (2018) looks at the importance of considering culture before joining an organization.

Organizations contribute to employee identities construction in two ways; Developing discursive norms where employees can interact with each other and classifying employees into roles that have particular meanings (Stefanovska et al., 2019). How employees behave in an organization is influenced by symbols, ideologies, and core values. The climate of an organization also affects the job satisfaction, professionalism, and well-being of the employees. Organizations that prioritize learning and development get an increase in profitability, productivity, and job satisfaction (Stefanovska et al., 2019). To ensure the culture is effectively managed, employee empowerment and engagement are crucial to the organization.

Organizational culture is an essential aspect of interprofessional teamwork, success, and treatment quality. It can also predict job satisfaction. Mission, structure, strategy, leadership, and human resource practices are vital factors when considering organizational culture. An influential culture in an organization, helps employees accomplish their goals and be satisfied in their job. Organizational culture is a variable for performance and behavior in the workplace. Personal and dynamic organizational culture results in high team functioning scores as compared to bureaucratic and formal corporate culture. Two subscales; Leadership and structure and strategy link highly with each other and have a high association with organizational culture.

Teams with a formalized and structured learning have lower team functioning scores as compared to groups with dynamic cultures. One can know a company's culture by looking at the people, office space, nature of facilities, and family policies (Jensen, 2018). Culture in an organization is much more of what suitably works for someone. Employees should therefore, consider whether the organizational culture is fit for them.

Job satisfaction refers to the positive and pleasurable state resulting from the appraisal of one's job or job experience (Korner et al.,2015). It can be measured with an employee attitude towards their job. It can also be used to operationalize an organization's team success. Job satisfaction will depend on whether one has been comfortable with an employer (Jensen, 2018). Leaders' trust, encouragement, support, and ability to convince can influence employees' job satisfaction.

The research article by Stefanovska et al., (2019) involved three hypotheses; There exists no difference in the perception of managers and non-managers on organizational culture, Organizational culture did not affect the relationship between work-life balance and job satisfaction and that there was no significant relationship between work-life balance and corporate culture dimensions. The results of the research showed that work-life balance and job satisfaction is associated with both organizational culture aspects and dimensions. The results also proved that there exists a difference in the perception of corporate culture between managers and non-managers. The hypothesis was thus proved wrong.

The results showed that work-life balance was a significant and positive predictor of job satisfaction. It showed that higher work-life balance resulted in higher job satisfaction. It, therefore, proved the hypothesis wrong. The results demonstrated that there exists a relationship between the dimension of corporate culture and work-life balance. The dimensions include the work environment and managerial style, which proved to have a positive relationship in achieving work-life balance. Managerial style and entrepreneurial orientation were not significantly associated with organizational openness. The employees reported a negative work-life balance when the autocratic management style was used as compared to a participative management style. The behavior of managers towards employees would determine the support or hindrance that is achieved.

Interprofessional teamwork refers to a collaborative, participatory, and coordinated approach. The client-centered interprofessional approach has core dimensions such as communication, respect, coordination, and works climate. Teamwork in the health sector can be categorized into two; Multiprofessional and interprofessional approach. The interprofessional approach results in higher staff satisfaction and better teamwork results than the multi-professional approach. The two methods differ in decision making, communication, leadership, and organization. The interprofessional approach is more participative and interactive with the professionals agreeing on a common goal. In multidisciplinary, each profession works separately and on its own treatment goals. Higher quality teamwork is linked to greater well-being, improved mental health, higher job satisfaction, and increased team efficiency.

The study by Korner et al., (2015) examined the relationship between input, process, and output. The input includes organizational culture, the structure of communication, task design, and team composition. The process model includes coordination, respect, and conflict leadership. The output consists of job satisfaction, team performance, treatment outcome, quality of care, and cost-effectiveness.

The research by Korner et al., (2015) involved two hypotheses; Organizational culture is an independent predictor of job satisfaction, and interprofessional teamwork mediates between job satisfaction and organizational culture. The results of the study indicated that higher quality teamwork on the client level is linked to improved quality treatment, better clinical outcomes, improved patient safety, and higher satisfaction and treatment acceptance. The results also showed that in the IPO model, organizational culture is an input variable, interprofessional teamwork is a process variable, and job satisfaction is an output variable. A model which includes organizational culture and interprofessional teamwork predicted job satisfaction. The effect of organizational culture was mediated by interprofessional teamwork. There was a high correlation between organizational culture and teamwork which was contrary to the hypothesis.

The leadership style in any organizations is vital for organizational culture and interprofessional teamwork. Organizational culture affects job satisfaction through interprofessional teamwork. Therefore, it is crucial first to establish good interprofessional teamwork to increase job satisfaction.

Conclusion

In conclusion, Organizational culture and interprofessional teamwork are both critical for job satisfaction. Culture can be a barrier to interprofessional cooperation. A shared culture can, therefore, enhance interprofessional collaboration and job satisfaction. A person seeking a job should consider culture as being the most critical factor (Jensen, 2018). Comfort makes employees productive and ensures success.

Leadership is the most important thing when considering organizational culture. A focus on structure, strategy, and leadership improves the efficiency and effectiveness of an organization. A positive relationship exists between work-life balance and job satisfaction. A Higher work-life balance results in higher job satisfaction.

Managers and non-managers have a different perception of organizational culture. Work-life balance and job satisfaction are associated with organizational culture. Teamwork can be used to predict job satisfaction which may improve individual employee satisfaction. Organizational culture is a precondition of teamwork in an organization. Managers' trust, support and encouragement influence employees' job satisfaction.

References

Jensen, D. G. (2018). For job satisfaction, culture fit matters. DOI: 10.1126/science.caredit.aau8243

Korner, M., Wirtz, M. A., Bengel, J., & Goritz, A. S. (2015). Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams. BMC Health Services Research, 15(1), 243-243. DOI:10.1186/s12913-015-0888-y

Stefanovska-Petkovska, M., Petrovska, I., Bojadziev, M., Schaeffer, I., & Tomovska-Misoska, A. (2019). The effects of organizational culture and dimensions on job satisfaction and work-life balance. Montenegrin Journal of Economics, 15(1), 99-112. DOI:10.14254/1800-5845/2019.15-1.8.